Thanks for Coming Back
Welcome to "Thanks for Coming Back," where every episode feels like a heart-to-heart in your favorite coffee spot. Hosted by Dr. Latasha Nelson, this podcast strips back the layers of leadership to reveal the real, relatable side of guiding and growing, whether you're a seasoned pro or just starting out.
Settle in with your brew of choice as Latasha shares her world of insights and experiences, blending wisdom with warmth in conversations that matter. It’s not just her stories, though; guests from all walks of life join in to share their own tales of triumph and challenge, adding flavors of diversity and depth to the mix.
"Thanks for Coming Back" is more than just a podcast—it's a community where we all learn and grow together. It's about tackling our challenges, getting better at what we do, and embracing the leader within. So come join the conversation, and let’s make leadership a part of our daily lives.
Thanks for Coming Back
Transparency, Trust and Time in Leadership
Why is transparency in leadership crucial for building trust? Join us for a deep dive into transparency, time, and trust in leadership with Venchele Saint Dic, a writer, editor, and advocate for accessible healthcare. Venchele breaks down what true leadership looks like, challenges the saying “time is money,” and shows us why listening to feedback is crucial for anyone who wants to lead, regardless of their title.
And what about rethinking “time is money”? Hear Venchele’s take on the old saying as it relates to relationships and organizational culture. Get practical tips on how investing time wisely and valuing team members as individuals can lead to a more cohesive and motivated team.
Why feedback matters and managing relationships effectively. Feedback isn’t just helpful; it’s essential for growth. Venchele uses powerful analogies to illustrate this point and emphasizes the need for empathy, setting realistic expectations, and recognizing individual strengths. She explains how open and honest communication about capabilities and limits can build stronger relationships and a supportive atmosphere.
Don’t miss this episode packed with actionable tips on building trust, leading transparently, and investing in others to build strong relationships. Be sure to subscribe so you never miss impactful conversations like these!
Hi everyone, welcome back to. Thanks for Coming Back. I'm Dr LaTosha Nelson and today we're in for a really transparent conversation with the one and only Finchelle. Sandeep Finchelle is a writer, editor and native French speaker who is dedicated to making healthcare accessible and empowering families. She's here to break down what true leadership looks like, rethink the saying time is money and show us why listening to feedback is crucial for anyone who wants to lead, regardless of title. We'll also explore how honest communication and understanding can change your relationships for the better and share some practical tips, best practices and things to avoid while leading. So, if you haven't already done it, grab your coffee. And things to avoid while leading. So if you haven't already done it, grab your coffee and let's get into it. What does transparency really mean? It's a word we often hear and, for some of us, experience differently. In speaking very transparently a word I'm using intentionally Vinchelle challenge what it may really look like in practice. Here are some of her thoughts. Let me know what resonates most with you.
Speaker 2:The way that I see it, when we're talking about transparency, it's a hot topic, it's a hot button word, but it's really a marketing gimmick. You know what I mean? They talk about transparency and then, when you are in the job, after you get your interview, after you get that paperwork done, you realize that it depends on who you're working for, it depends on the department you're in, the section of the company you're in. But that whole concept of transparency may be weaved into organizations' mission and vision statements, but that's not what they practice on a day-to-day basis. So that's why I think it's so important when people say things to you, you got to take it with a grain of salt.
Speaker 2:And people sometimes get upset with me, like they'll say something and I'm like well, we shall see, because everything is relative. Someone can talk to me about transparency, but it's like look at how they're living their lives, look at how they train their friends, look at how they're relating to other people, and that should tell you whether or not they're transparent. And I think you know even earlier, as we're talking, I'm not going to fault the person for being who they are, because I expect people to be who they are, but it's a question of fitness. Are you the right fit to me? You know what I mean and then, if you're not, then you may be the right fit for someone else.
Speaker 1:Unfortunately, what Vinchelle highlights here may not sound foreign for some. True transparency is about ensuring that your actions consistently align with your words. How often have you encountered transparency that turned out to be nothing more than a buzzword? Here's how we can be better.
Speaker 1:First, communicate openly. As leaders, we can't shy away from the hard conversations. Transparency means opening up the floor for real and genuine dialogue. Don't dodge the tough talks. Be clear and open with your team in order to build trust. I can think of a time where I had a team member who outright asked me if I was unhappy with her work. She thought I was leaving her out of special projects and meetings because she was doing something wrong, and I just didn't want her to have to wake up at 5 am because she was on one coast and I was on another. It was never a reflection of her work. The reality is that having shared that up front could have prevented some of the feelings she had, and it definitely led to an open conversation where I had to address her concerns, mend some feelings and ultimately rebuild the trust that was tarnished by good intentions, all because of a lack of open communication. Fortunately, several years later, the proof is in the pudding and we continue to have very open discussions. We have a very strong personal and professional relationship.
Speaker 1:Tip number two keep your promises. Make sure your team can rely on your word. Remember actions speak louder than promises. When you say you're going to do something, do it. Your team should know that they can count on you. In fact, for me, my team knows that I'm never going to ask them to do anything that I haven't done or wouldn't do. They know I've got their backs and, without me asking, we'll go above and beyond, not just because of their work ethic but because, as research shows, team members who know they have a leader that cares are more engaged and want to go beyond job expectations.
Speaker 1:So here are a few things to avoid Avoid empty promises. If you know you can't keep a commitment, don't make it. If you're not sure you can do something, just don't promise it. Also, don't make it. If you're not sure you can do something, just don't promise it. Also, don't just talk about transparency. Really implement it genuinely. Let your actions show your commitment to being open and clear. Don't just say you're transparent. Show it in how you act every day, re-evaluating time is money. Let's rethink the old saying time is money, then Shell shares how this perspective could impact our relationships and organizational culture.
Speaker 2:Unfortunately, each time people talk about time is money, it almost gives off the impression that people are replaceable. People are these items that you use and then, once you're done using them, you toss them to the side, and so that doesn't really build trust in relationships, and I think, like that's where, like it takes a bigger person to say, okay, I'm going to transcend that mindset of what a relationship should look like, and I think that's the beauty of being a scholar. It's like you have to sort of go beyond what you see right, and you have to question and test your assumptions and everything that you're hearing and seeing and feeling.
Speaker 2:Irvin Goffman wrote this book called the Presentation of Self, and he talks about as human beings we live by inference, and so to me, I think that when leaders are trying to lead people and they're trying to get things done, you have to know who your neighbor is. Like Mr Rogers would say, you have to know what makes the person tick, you have to know their interest, you know what drives them, what drives their passion, and then also, as you're building trust, you receive mutual respect where each person values the other person's opinions, boundaries and individuality. But when we're talking about getting mutual respect and trust. It doesn't mean that we have to agree on everything, and I think that's where sometimes we lack some empathy.
Speaker 1:I want to go back to something that you said about how people might feel when people act like time is money, Because that also sends the message that you may not be worth the investment Right, Isn't that something? Viewing time as merely money can undervalue the very people who drive our success. Good leaders see people for more than just the work they do. They value them as individuals. So here are a few tips to implement best practices and a couple of things to avoid. Tip number one if time is money, invest it wisely. Show that you value your team members by investing in their growth and wellbeing. Get to know what each person is good at and what they find tough. This helps everyone work better together. I've personally found that with teams who might see their budgets being tight end or they feel like they're expected to do more with less, that drawing on the natural strengths of others helps to achieve so much more. Also, the goal is to have a well-rounded team, and this means getting to know everyone well enough to know what they naturally do well and then positioning them to rock it out. I can honestly say that I've never had a situation where really getting to know someone didn't come with the most amazing return on investment. Tip number two value each individual. Make sure team members feel understood and appreciated. If you find something, a tool, an article or a tip that could help someone else do their job better, share it. So here's what this might look like in everyday situations.
Speaker 1:Regardless of whether you're a direct leader or not, all of us have meetings, I'm sure. Make sure everyone gets a chance to speak up, especially those who might be shy. Repeat important points to make sure everyone understands and sees how their ideas are useful. If you're managing a project, check in with people in the way that they prefer. Some might like emails, others might prefer quick chat and at the end of the project, once it wraps up, publicly thank everyone for their hard work. Mention specific things people did that really helped out. By doing these things, you show leadership by making everyone feel included and appreciated, which helps the whole team do better. You don't need a fancy title to make a big impact.
Speaker 1:Now here are a few things to avoid. Don't prioritize tasks over people. Efficiency shouldn't come at the cost of genuine human connections. Really listen when people talk to you. Show that you're interested in what they have to say, which makes them feel respected. Avoid viewing team members, just as resources, Acknowledge their unique contributions and potential. If someone helps you out or does a great job, make sure to thank them where everyone else can hear too. It's nice to get a pat on the back in front of the group why feedback matters. Feedback isn't just helpful, it's essential for growth and adaptation. Vinchelle uses a powerful analogy to illustrate this point.
Speaker 2:And you have to listen to the feedback that you receive, because if you're not listening to feedback, then you're becoming obsolete like a dinosaur. The same concept even applies with our mobile phones. There was a point in time and I'm probably going to date myself right now where we had dial-in phones, but you couldn't take those dial-in phones with you. And then someone decided that you know what this current framework that we're working right now is relevant in the 80s, but we need to create this product that people can carry around in their purses, in their bags. And what have you? Thus, now we have those smartphones.
Speaker 2:So, again, I think that that would have never happened if this individual had not listened to consumer input, because, had that person not done that, if someone needs to reach you, you would have had to go home to get that call, and that's very inconvenient given the state of globalization and the fact that we're engaged in selling, buying products and living in an ever-changing dynamic environment.
Speaker 2:So, again, everything has its purpose and its utility and its season. Maybe this was the right time for the cell phone to come into the market, for us to have computers, like when there's a need, when there's going to be a transition and there are certain tools and resources that need to be put in place, then that's where all of this innovation comes into play. And I could go on and on. So I think that the leadership skills that we're developing allows for us to be open, to just hear people out in terms of their needs and then fulfilling those needs. Essentially I think there's a word for it it's called resonant leadership. It has to resonate with the people that you are trying to influence.
Speaker 1:I don't know about you, but I think that's a powerful reminder of how being open to feedback can lead to significant advancements. How do you ensure that you're listening and adapting based on the feedback you receive? Here are a few best practices. First, make room for feedback. Set up regular one-on-one chats with people you work with or send out anonymous surveys to hear what others think. Fortunately, I've got a team who's very comfortable giving me feedback, which I appreciate. I appreciate their vulnerability, but also that they trust me enough to say, hey, I think we can do better with this, or hey, this is how this makes me feel. You can't take actions or create environments that people want to be a part of if you don't empower them to influence the space that so many of us spend a third of our day in. Tip number two, act on feedback. When people give you suggestions, listen and make changes, this shows you really value their thoughts. Honestly, some of the best ideas we've implemented have come from the ideas my team has shared. Now here are a few things to avoid Ignoring feedback.
Speaker 1:Don't dismiss feedback. It can lead to missed opportunities for growth. If you overlook what people are telling you, you might miss chances to get better. And don't take it personally. Embrace feedback as a tool for learning, not as a personal critique. When you get feedback, see it as a chance to learn, not as criticism. By keeping things straightforward and focusing on these actions, you'll not only build a stronger team, but also show that you're a leader who respects and values everyone's input. Now let's talk about one last important part of leadership managing relationships. Let's listen.
Speaker 2:I think that even in our relationship, there are two options. When you need the not being met, some people will just say you know what? I throw the towels and I'm leaving. Or we can have an honest discussion on what the other person can give to us and what they cannot give to us, because I always say that to myself when I meet people they cannot be Jesus in my life, they cannot be everything. There's a specific role that they are going to play. There's some things they're going to bring to the table. There's some things that they're just not able to give, and I think that having an honest discussion on those things and then also pivoting our approach in not putting all our eggs in one basket is definitely key. And I think that's where empathy and understanding comes into play, because we do have to show empathy towards others' perspectives and concerns, while trying to understand their motivations and challenges and what have you. But people cannot be. In my humble opinion, we cannot be everything for everyone.
Speaker 1:That's an important lesson from Vinchell. In leadership, just like any relationship, open and honest communication about what we can and can't do is crucial. It helps us understand each other better and work together more effectively. Here's how we can use these ideas. First, let's set realistic expectations. Clearly communicating what each person can and can't do is key here. This helps avoid disappointments and creates a healthier work environment. For example, knowing someone's limits can help assign tasks that match their strengths, avoiding unnecessary stress. Second, empathy and understanding. Showing genuine empathy towards others' perspectives and challenges builds stronger relationships and it creates a supportive atmosphere where everyone feels valued. And it creates a supportive atmosphere where everyone feels valued. And finally, role clarity Recognize and use the specific roles and strengths of each of your team members. This improves teamwork and results by aligning tasks with the right skills.
Speaker 1:Now, a couple of things to avoid here include unrealistic expectations. Don't expect one person to do everything or meet all needs. This can lead to frustration and strained relationships. Second, lack of communication. Don't avoid tough conversations about needs and limits. Open dialogue prevents misunderstandings and builds stronger bonds. And finally, ignoring individual strengths. Each team member has unique strengths. Recognizing and valuing these contributions can greatly enhance teamwork and project outcomes. Ultimately, managing relationships with care and intention is key in leadership. It's about understanding and valuing each person's unique contributions, which enriches the whole team, which enriches the whole team. By fostering an environment where open communication and empathy are the norms, we can not only meet, but exceed our collective goals.
Speaker 1:Before we wrap up, I want to leave you with a small challenge that ties into our discussion today. This week, try to implement one transparency practice we discussed, whether it's giving a full and clear update on a project or addressing a tough question head on, in your next meeting. I'd love to hear how it goes, so don't hesitate to share your stories with us. Let's learn from each other and grow together as leaders in our respective fields title or no title, and just like that. We're wrapping up another fantastic chat here, and thanks for coming back.
Speaker 1:Michelle really gave us some profound insights, didn't she? From redefining transparency to recognizing the true value of our team and the critical role of feedback. She's shown us the essence of authentic leadership. If today's discussion inspires you, consider sharing it with someone who might also benefit from these enlightening perspectives. If this session inspires you, consider sharing it with someone who might also benefit from these enlightening perspectives. Don't forget to hit the subscribe button, so you never miss out on a conversation and reflect on how you can apply these lessons in your life. Remember, leadership isn't just about titles, it's about actions. Thanks for joining us and until next time, keep leading, keep learning, and thanks for coming back.
